thought-provoking

insights

From the Maximus Team

Feature Article

The phrase “culture eats strategy for breakfast”, coined last century by then management guru Peter Drucker, has never seemed more pertinent than it is today.

The Royal Commission into misconduct in the financial sector has highlighted cultural issues as foundational and fundamental driver of the behaviours it investigated. As a result, many Australian organisations are revising their approach to strategy while scrambling to reshape teams, cultures and behaviour and relearn the new rules of survival.

This white paper examines the new perspective of culture as an adaptable and evolving organism and the relationship between culture and strategy in the age of disruption. Maximus address the criticality of getting culture right and the role the leader plays as cultural curator, outlining how they can navigate their new responsibility without controlling it.

In this paper Maximus examines the effects of seismic shifts in technology and institutional trust on Australian leaders, and recommends ways in which organisations can develop their leaders to meet the challenges.

After decades of leadership development modelled on higher education, frustrated executives and HR professionals are seeking a new way forward. Maximus has been working with leading Australian organisations on a new, innovative approach to compliment the current model: social leadership learning.

In spite of that eye-watering expenditure, corporate learning — and leadership development in particular — is simply not well understood, particularly when you ask about fundamental outcomes: impact and return of investment. It’s obvious many are not getting the development they require to thrive as individuals, let alone successfully lead their organisations into the future.

The business world is more competitive and the rate of change accelerating faster than at any time in history. Perhaps counter-intuitively, that means that it is crucial to deliberately build and execute business strategies with a future-focused vision.

Australian oligopolies are falling under the onslaught of offshore alternatives, digital offerings, and more nimble competitors. Learn from organisations that are successfully disrupting themselves, even while they are still at the height of success.

Maximus has been collaborating with Chip Heath for some years. Recently, we took the opportunity to discuss how his latest organisational psychology principles are turning customer-satisfaction ratings from “average” to “advocate”.